How to react when an expected funder says no
The situation will be familiar to most people responsible for raising funds in charities or social enterprises. You have spent ages crafting the funding application, you feel certain you meet the criteria and are confident that you are well placed to deliver. The lengthy application is submitted, you await the promised email.
When it arrives with a rejection the initial response is disbelief requiring a second reading just to confirm what it says. You then scour it for a justification which the better funders will provide, but for many it is usually: ‘Due to the number of high-quality applications we have received we are unfortunately unable to support your work.’
I have lost count of the number of times I have been in this situation. The cat seems to have mysteriously worked out when these emails will land as she stays well out of kicking distance. Overtime, I have developed the following coping mechanism which goes beyond an angry outburst.
Immediately assess the implications
Immediately reviewing the impact of the decision is usually cathartic and healthier than letting it stew over time. I always assess the financial implications, how it will affect members of the team, the impact on potential partners and any wider reputational risk. Usually, I discover that the decision is not as devastating as I had originally assumed and the assessment gives me a solid basis on which to communicate immediately and transparently to those impacted.
Rationalise
Although it is hard to face, I have learned that there are usually sound reasons for rejected applications. Maybe other organisations were better positioned to deliver the work, perhaps you were being too optimistic, was the budget too lumpy? It is worthwhile taking time to get past your initial emotional response and critically assess why you were unsuccessful. If the funder can’t give you feedback, maybe forward the application to other members of your team, trusted external contacts or trustees asking them for their thoughts.
Get creative
If you are convinced of the need and validity of your project, it is worthwhile spending time creatively rethinking how it could be delivered. This has worked successfully for me on several occasions. You have probably spent a considerable amount of time defining the need, researching relevant facts and building up a partnership of supporting organisations this gives you a great bedrock from which to build.
Are there different types of funders, such as companies, who could be interested if you reframed the proposal? Is there a way that you could reshape the benefits opening different funding avenues? Can you cut the project up into small segments that may appeal to a broader funding base? Is it possible to do a self-funded small-scale pilot that will give you further evidence that can strengthen your case with other funders?
Review
It is easy to view the result of different funding applications in isolation, but it is worthwhile stepping back to assess whether the rejection is part of a wider trend or if it is an anomaly. If it is part of a trend, maybe it is time to review the organisation’s wider approach and strategy. Is your work still relevant, have other organisations developed better solutions, are you effectively capturing and communicating your impact, are your costings valid? These are fundamental questions which need addressing head-on to avoid future disappointment.
Look after yourself
Having been responsible for fundraising in many organisations, I am acutely aware that it is one of the most accountable jobs you can hold. If targets are missed, you are an easy target for blame. However, a fundraiser is only as good as the whole organisation and requires widespread support to deliver the funds required. With this level of accountability, it is important to create a network of support that gives you resilience and the confidence to continue. Most importantly ensure you celebrate successes because they are always hard won.